Employee Compensation System. A guide to employee compensation strategic framework and administration.

Size: px
Start display at page:

Download "Employee Compensation System. A guide to employee compensation strategic framework and administration."

Transcription

1 Employee Compensation System A guide to employee compensation strategic framework and administration. Approved by City Council August 6, 2013

2 Employee Compensation System A guide to employee compensation strategic framework and administration. System Purpose The purpose of this guide is to establish the compensation philosophy and ongoing compensation system administration. Background The previous employee compensation system was adopted in 2006 and was in place for seven years. This program was developed around three tenure based step pay plans and a desired market position of 103% of the weighted market average of market position actual salaries. As economic conditions evolve and change, compensation programs can become unsustainable. This requires periodic evaluation and may involve a comprehensive review. Over the last seven years, the nation experienced an economic downturn that changed the way many organizations address compensation. The City of Southlake was no different. Table of Contents System Purpose... Pg 1 Background... Pg 1 System Development... Pg 2 System Philosophy... Pg 2 System Administration... Pg 5 Summary... Pg 6 During this period, employee step increases were frozen and, in an effort to provide employees pay raises, the City chose to provide cost of living pay increases. However, this approach rendered the existing step based pay plan structure obsolete. It became evident that the plan in force no longer met the needs of the City. With the City s desire to be an employer of choice, a compensation consultant was retained to assess the relative market competitiveness and structure of the compensation plan. System Development The City of Southlake retained Evergreen Solutions in March, 2013 to conduct the compensation study. The study utilized best practice methodology to assess the relative position of the organization in comparison to its peer organizations. The study also 1

3 included an assessment of the procedures and practices that define how employees obtain salary adjustments over time. The consultant developed the compensation system by meeting with City leaders, reviewing the current environment and the City s strategy, conducting a market study, and developing a pay plan structure. A competitive compensation system allows the City to be an effective recruiter in the marketplace, contribute to a reduction in employee turnover, set the precedent to offer comparable base salaries for positions, and give employees ample room for upward growth and motivation for professional development. Each of these factors support the City s effort to be an employer of choice. System Philosophy 2 The City s compensation philosophy is to establish and administer an equitable program that provides for consistent treatment for all employees. The purpose of the City s compensation program is to support the City s desire to be an employer of choice by attracting and retaining a skilled workforce, rewarding high performers and motivating employees by offering pay opportunities commensurate with their position s internal and external value. The objective of the system is to support the City s strategic approach, provide for a financially sustainable model, and ensure a fair and predictable method of career progression and compensation for our employees. The compensation system philosophy includes the criteria listed below. Position Classification The Compensation System utilizes a point factor job evaluation methodology to determine the relative value of jobs based on job content. A point factor job evaluation system measures job classifications in terms of the degree to which several compensable factors are present in a given position. Compensable factors are measurable qualities, features, requirements or constructs that are common to many different kinds of jobs. Each factor has defined levels and the levels provide a measurement scale for rating each factor. This allows points to be assigned to each factor, creating a total numerical value in which positions can be ranked. This creates an orderly method for measuring each job relative to every other job and creates a hierarchy of positions. Compensable Factors Formal Education Experience Management & Supervision Human Collaboration Skills Freedom to Act Technical Skill Working Conditions Fiscal Responsibility The City has established a committee of department directors and key managers who are assigned to rank positions in order to determine their relative internal value to the City. This committee is known as the Job Evaluation Team. Positions are divided into exempt and non

4 exempt categories and, by using this method, each group has a set of weighted compensable factors which determine their placement on the pay plan. The market salary for the position is also surveyed and is a component of the evaluation. It is important to note that sworn public safety positions (police officers, firefighters, etc.) have an existing internal formal ranking structure. This structure is used to develop a hierarchy of positions for the public safety pay plan. Labor Market A labor market is the market in which workers compete for jobs and employers compete for workers. The City has designated eighteen cities as the labor market. Those cities include: Allen Arlington Bedford Carrollton Colleyville Coppell Euless Farmer s Branch Flower Mound Frisco Grapevine Hurst Keller McKinney North Richland Hills Plano Richardson University Park These eighteen cities represent a balance of organizations in size and geographic location. Market Position The City has chosen to strive towards a market position that is slightly above average at the 60 th percentile. By targeting the 60 th percentile, on average 40% of the labor market will pay higher than the City, while 60% of the market will pay lower. This strategy supports recruiting efforts as it leads to an increase to both the quantity and quality of candidates. It also has a positive impact on employee retention by positioning the City competitively among its peers. Pay Structure An organized pay structure provides employees a predictable method of career progression and sets future salary expectations. The City has established four open range pay plans: Non Exempt and Exempt: The non exempt and exempt pay plans have established pay grades that include a 50% spread between the minimum pay and maximum pay with a 5% progression between each pay grade. Public Safety: The public safety pay plan has established pay grades that include a 10% to 30% spread between the minimum pay and maximum pay with no overlap between pay grades. Executive: The executive pay plan has established pay grade that include a 50% spread between the minimum pay and maximum pay with a 13% progression between each grade. 3

5 Range Movement An important factor that defines a compensation system is how employees move through the range. With an open range system, the City is able to implement a hybrid approach that combines base pay increases with pay for performance. Additional flexibility exists with the ability to award pay adjustments as base pay increases, one time lump sum payments or a combination of the two. The percent increase and type of adjustment will be recommended as part of the proposed annual budget and is subject to change each year. For example, if City Council approves a 3% compensation adjustment, half could be allocated to base adjustment and half to pay for performance. In this scenario, an employee could receive a 1.5% base adjustment and a 1.5% merit increase. The 1.5% merit could be awarded as a 1.5% one time lump sum payment instead of a base pay increase. Employees hired during the year will receive the designated pay adjustment on a pro rated basis. Over time, the City can opt to phase out the hybrid approach and transition to a full pay for performance system. System Administration The Human Resources Director manages and administers the compensation system. The Director is responsible for recommending changes in the basic philosophy and objectives of the compensation policy; ensuring that job descriptions are current and accurate; ensuring that new positions are placed appropriately on the pay plan and that all positions are reviewed periodically; and conducting salary surveys to recommend structure adjustments. More detail about each of these functions can be found below. Job Descriptions A job description is a written document that describes the essential functions of a position, focusing on the general purpose and the principal duties and responsibilities of the position. Each position title in the City should have a written job description. The description is intended to describe the major functions of the position, not to provide a complete listing of all possible tasks and responsibilities. Job descriptions are reviewed on an as needed basis and each time a vacancy occurs to ensure the description accurately reflects the essential functions of the position. 4 Ongoing Job Evaluations Each position in the City was placed in a pay plan at a grade level and accompanying salary range utilizing the point factor evaluation methodology and market data. The Job Evaluation Team is responsible for evaluating new position requests for placement on the pay plan. In addition, the Job Evaluation Team will meet periodically to complete a comprehensive review all classifications to ensure proper placement on the pay plan and to maintain internal equity.

6 Market Survey Once every two to three years, Human Resources will conduct a market salary survey. Using the established labor market and benchmark positions, the survey assesses the City s relative position to the market. Data is collected directly from the labor market. Since the market is dynamic, it is important to maintain a competitive position once it is achieved. The City strives to maintain the 60 th percentile of the market. The 60 th percentile establishes a comparison point for benchmark positions and determines a percentage by which compensation may lag or lead the market. If it is determined that the City s pay structures lag the desired market position, a market adjustment may be recommended. If approved by City Council, the market adjustment is implemented by moving the entire structure by the recommended percentage and, if necessary, bringing employees to the new minimum. Pay Increases With the exception of market considerations, it is expected that employees will move through their pay ranges over time by receiving pay increases. Pay increases can be a combination of base pay adjustments and pay for performance adjustments. They can also be base increases, one time lump sum payments or a combination of the two. Recommendations to City Council During the normal budget process, the City Manager, Human Resources Director, and Chief Financial Officer will review the market and financial status of the City to make recommendations regarding structure adjustments and employee salary increases to City Council. The recommended compensation budget should be based upon the City s financial position and available funding. If funding is not available, pay increases should be frozen until such time that funding becomes available. As these recommendations reflect the compensation policy of the City, the final budget allocation rests with the City Council, and should be made in the context of the total financial outlook for the organization. New Hires Employees newly hired to the City will normally start at the minimum of the pay range of their position. Individuals that exceed the minimum qualifications of the position may be placed higher in the pay range commensurate with their experience and education level. Such placement should take into consideration internal equity and is subject to approval from Human Resources and the City Manager (or his or her designee). Promotions Employees who are promoted to a higher pay grade classification shall receive a minimum of a 5% pay increase or shall be placed at the minimum of the new pay grade, whichever is greater. Other Policy Considerations Employees should not be paid less than the minimum of the pay grade established for their position. Further, increases should not provide for employee salaries to exceed the 5

7 maximum of the pay range for their position. Employees at the maximum of their pay range may be eligible for lump sum payments that are not included in the base pay of the employee. Summary Funding a competitive pay plan is critical in attracting and retaining top talent. However, the plan must be internally equitable, externally competitive, fiscally responsible, easy to understand and administer, and aligned with the City s Strategic Management System. This compensation system incorporates each of these qualities by establishing a competitive market position, adopting flexible pay strategies, and incorporating pay for performance. Prepared and presented to City Council on August 6, 2013 by: Evergreen Solutions, LLC Brian Wolfe, Project Manager City of Southlake Stacey Black, Director of Human Resources Chad Minter, Human Resources Manager 6

TOTAL COMPENSATION POLICY STATEMENT APPLICABILITY GENERAL PROVISION

TOTAL COMPENSATION POLICY STATEMENT APPLICABILITY GENERAL PROVISION POLICY STATEMENT The University of St. Thomas values its employees as the most vital resource for advancing its mission and programs. Through the total compensation program, the University strives to accomplish

More information

Pay Policy Report IV.2. EVERGREEN SOLUTIONS, LLC INTRODUCTION SUMMARY OF POLICIES. a. Exempt. b. Classified

Pay Policy Report IV.2. EVERGREEN SOLUTIONS, LLC INTRODUCTION SUMMARY OF POLICIES. a. Exempt. b. Classified EVERGREEN SOLUTIONS, LLC IV.2. 0 Pay Policy Report INTRODUCTION Evergreen Solutions, LLC ( Evergreen ) was retained by Pinellas County ( the County ) to conduct a Classification and Compensation Study

More information

SALARY ADMINISTRATION PROGRAM POLICY AND PROCEDURE MANUAL

SALARY ADMINISTRATION PROGRAM POLICY AND PROCEDURE MANUAL SALARY ADMINISTRATION PROGRAM POLICY AND PROCEDURE MANUAL November 2014 TABLE OF CONTENTS Section Page DISCLAIMER... 2 1.0 PURPOSE AND POLICY... 3 1.1 PURPOSE... 3 1.2 POLICY... 3 1.3 APPLICATION... 3

More information

CAL POLY CORPORATION SECTION NO. 200 POLICY MANUAL DOCUMENT NO. 202

CAL POLY CORPORATION SECTION NO. 200 POLICY MANUAL DOCUMENT NO. 202 CAL POLY CORPORATION SECTION NO. 200 POLICY MANUAL DOCUMENT NO. 202 SECTION: SUBJECT: POLICY STATEMENT - PERSONNEL SALARY PLAN FOR EXECUTIVE AND ADMINISTRATIVE POSITIONS PURPOSE: To provide a policy framework

More information

Ohio University Compensation 2014 PAY ADMINISTRATION GUIDELINES NOVEMBER 1, Draft for Review and Finalization with Ohio University

Ohio University Compensation 2014 PAY ADMINISTRATION GUIDELINES NOVEMBER 1, Draft for Review and Finalization with Ohio University Ohio University Compensation 2014 PAY ADMINISTRATION GUIDELINES Draft for Review and Finalization with Ohio University NOVEMBER 1, 2014 1 Introduction Ohio University s staff compensation program for Administrative/Professional,

More information

Section 3: Compensation & Performance

Section 3: Compensation & Performance Section 3: Compensation & Performance Policy #1: Classification & Compensation Effective Date: July 1, 2017 I. Purpose The purpose of the Town s classification and compensation program is to support the

More information

Salt Lake Community College Policies and Procedures Manual

Salt Lake Community College Policies and Procedures Manual (NON-INSTRUCTIONAL) Board of Trustees Approval: 05/14/2008 POLICY 5.05 Page 1 of 8 I. POLICY Salt Lake Community College (SLCC) employees at all levels must be skilled and experienced performers if the

More information

Compensation Philosophy. Compensation Policy and Guidelines Purpose. Scope. Responsibilities. Definitions

Compensation Philosophy. Compensation Policy and Guidelines Purpose. Scope. Responsibilities. Definitions Compensation Philosophy EMPath s philosophy is to compensate employees equitably, based on performance and within the guidelines of budget constraints. We base this philosophy on our desire to attract,

More information

SUNY CORTLAND COMPENSATION PROGRAM

SUNY CORTLAND COMPENSATION PROGRAM SUNY CORTLAND COMPENSATION PROGRAM February 2008 TABLE OF CONTENTS Introduction.1 The Need for A New Compensation Program 1 Compensation Philosophy..2 Fundamentals of the Professional Staff Compensation

More information

Looking Ahead. Compensation Issues That Keep You Awake at Night (And how to get a good night s sleep)

Looking Ahead. Compensation Issues That Keep You Awake at Night (And how to get a good night s sleep) Looking Ahead Compensation Issues That Keep You Awake at Night (And how to get a good night s sleep) Washington State Council SHRM Washington March 28, 2014 Dianne Burt-Green, CCP, SPHR, Principal & Operating

More information

Professional Staff Compensation Program Guidelines

Professional Staff Compensation Program Guidelines Professional Staff Compensation Program Guidelines Under the provisions of the Revised Code of Washington RCW 28B.35.120, Western Washington University is authorized to establish and administer programs

More information

Compensation Resource Book

Compensation Resource Book Compensation Resource Book 2016-2017 The Dallas Independent School District Compensation Program The Dallas ISD Compensation Program is designed to ensure that each component promotes an atmosphere that

More information

Market and Pay Compression Study

Market and Pay Compression Study E V E R G R E E N S O L U T I O N S, LLC Market and Pay Compression Study Evergreen Solutions, LLC was retained by Morgan State University ( MSU or the University ) to conduct a Compensation Study of staff

More information

Overcoming Workforce Challenges With Strategic Compensation Initiatives. Theresa M. Worman Executive Vice President

Overcoming Workforce Challenges With Strategic Compensation Initiatives. Theresa M. Worman Executive Vice President Overcoming Workforce Challenges With Strategic Compensation Initiatives Theresa M. Worman Executive Vice President INTRODUCTION Workforce planning aligns the needs and priorities of the organization with

More information

West Virginia University Compensation Strategy Non-classified Employees August, 2015

West Virginia University Compensation Strategy Non-classified Employees August, 2015 West Virginia University Compensation Strategy Non-classified Employees August, 2015 Background: Mission - West Virginia University s primary mission is to provide high-quality programs of instruction

More information

PERSONNEL RULES AND REGULATIONS

PERSONNEL RULES AND REGULATIONS REGULATION 1: Compensation Plan Administration Pages: 1 of 6 Section 1: Introduction The Human Resources Director shall be responsible for administration of the County s classified service Compensation

More information

Effective Date: 2/12/95, 10/01/98, 2/07, 3/10, 11/13, 11/14, 10/15, 09/16, 03/17

Effective Date: 2/12/95, 10/01/98, 2/07, 3/10, 11/13, 11/14, 10/15, 09/16, 03/17 Compensation Policy Effective Date: 2/12/95, 10/01/98, 2/07, 3/10, 11/13, 11/14, 10/15, 09/16, 03/17 -I. PURPOSE To provide regulations concerning the compensation of approved county positions. -II. SCOPE

More information

CITY OF COLLEYVILLE CLASSIFICATION AND COMPENSATION STUDY ADDENDUM # 1 NOVEMBER 29, 2016

CITY OF COLLEYVILLE CLASSIFICATION AND COMPENSATION STUDY ADDENDUM # 1 NOVEMBER 29, 2016 CITY OF COLLEYVILLE CLASSIFICATION AND COMPENSATION STUDY 2016-02 ADDENDUM # 1 NOVEMBER 29, 2016 This addendum is hereby made part of said documents and shall be acknowledged in the space provided by all

More information

Public Sector Executive Compensation Report SD 72 Compensation Philosophy

Public Sector Executive Compensation Report SD 72 Compensation Philosophy Public Sector Executive Compensation Report SD 72 Compensation Philosophy The Board of Education encourages and adopts practices that enable the district to attract, retain, incent, and reward qualified,

More information

Career Banding Salary Administration

Career Banding Salary Administration Section 4, Page 6 Contents: Policy Agency Plan Career Banding Terms Pay Factors Salary Determination New Hire Reinstatement Promotion Reassignment Band Revision Reallocation Horizontal Transfer Demotion

More information

Table of Contents. Merit Handbook UM System. 1 Page

Table of Contents. Merit Handbook UM System. 1 Page Merit Handbook Table of Contents Introduction... 2 Merit information... 2 Merit Handbook for Exempt and Non-Exempt Staff... 3 Effective Pay Communication... 3 What to Communicate About Our Pay Policies...

More information

FY2017 Budget: Employee Compensation

FY2017 Budget: Employee Compensation FY2017 Budget: Employee Compensation GGAF 4/27/2016 Compensation Presentation Outline Overview & Approach History FY2017 Planning Compensation Overview Council Strategy: Attract, hire, develop & retain

More information

IDAHO STATE UNIVERSITY POLICIES AND PROCEDURES (ISUPP) Compensation of Employees ISUPP 3150

IDAHO STATE UNIVERSITY POLICIES AND PROCEDURES (ISUPP) Compensation of Employees ISUPP 3150 IDAHO STATE UNIVERSITY POLICIES AND PROCEDURES (ISUPP) Compensation of Employees ISUPP 3150 POLICY INFORMATION Policy Section: Human Resources Policy Title: Compensation of Employees Responsible Executive

More information

Principles of an Effective Exempt Staff Compensation System

Principles of an Effective Exempt Staff Compensation System Principles of an Effective Exempt Staff Compensation System Table of Contents Page No. Introduction...1 Approach of ESCWG...2 Principles of an Effective Exempt Staff Compensation System...3 Established

More information

The Compensation Checklist for Nonprofits. Are you prepared for today and the next 5 years?

The Compensation Checklist for Nonprofits. Are you prepared for today and the next 5 years? The Compensation Checklist for Nonprofits Are you prepared for today and the next 5 years? January 25, 2011 Today s Presenters Nonprofit HR Solutions Providing human resources solutions for the nonprofit

More information

Salary Administration Guidelines

Salary Administration Guidelines West Virginia Higher Education Policy Commission West Virginia Council for Community and Technical College Education Salary Administration Guidelines Employee Classification and Compensation Program September

More information

Rule 3. Compensation

Rule 3. Compensation Rule 3. Compensation It is the policy and practice of all Appointing Authorities in the Unified Personnel System to compensate employees accurately and in compliance with applicable state and federal laws,

More information

Supplemental Materials Compensation Philosophy Examples TOTAL COMPENSATION

Supplemental Materials Compensation Philosophy Examples TOTAL COMPENSATION Supplemental Materials Compensation Philosophy Examples TOTAL COMPENSATION Julia A. Johnson Senior Manager Wipfli LLP Green Bay, Wisconsin jajohnson@wipfli.com 920-662-2876 August 10 & 11, 2017 Compensation

More information

BOARD OF SUPERVISORS BUSINESS MEETING ACTION ITEM

BOARD OF SUPERVISORS BUSINESS MEETING ACTION ITEM BOARD OF SUPERVISORS BUSINESS MEETING ACTION ITEM Date of Meeting: September 20, 2017 # 12l SUBJECT: ELECTION DISTRICT: STAFF CONTACT: FINANCE/GOVERNMENT OPERATIONS AND ECONOMIC DEVELOPMENT COMMITTEE REPORT:

More information

Effective Date Chapter 4

Effective Date Chapter 4 Effective Date Chapter 4 December 24, 2007 COMPENSATION ADMINISTRATION AUTHORITY The Compensation Administration Policy is in keeping with City Charter Section 3.01 (8), City Code Sections 62-51, 62-52

More information

Compensation System Design & Strategies

Compensation System Design & Strategies Compensation System Design & Strategies Winston L. Tan, Managing Principal Employment Value Balance Experience Competencies Skill Network Base pay Variable pay Benefits Perquisites Work environment 2 Time

More information

The Evergreen State College Exempt Staff Compensation Plan Procedures July 2016

The Evergreen State College Exempt Staff Compensation Plan Procedures July 2016 1 The Evergreen State College Exempt Staff Compensation Plan Procedures July 2016 Table of Contents: I. Philosophy Statement II. Program Goals III. Plan Summary IV. New Hires Procedures for Determining

More information

Effective Date: 2/12/95, 10/01/98, 2/07, 3/10, 11/13, 11/14, 10/15, 09/16, 03/17, 09/17

Effective Date: 2/12/95, 10/01/98, 2/07, 3/10, 11/13, 11/14, 10/15, 09/16, 03/17, 09/17 Compensation Policy Effective Date: 2/12/95, 10/01/98, 2/07, 3/10, 11/13, 11/14, 10/15, 09/16, 03/17, 09/17 -I. PURPOSE To provide regulations concerning the compensation of approved county positions.

More information

DEPARTMENT OF HUMAN RESOURCE MANAGEMENT POLICY NO.: 3.05 POLICIES AND PROCEDURES MANUAL EFFT. DATE: 09/25/00 REV. DATE: 04/25/05 REV.

DEPARTMENT OF HUMAN RESOURCE MANAGEMENT POLICY NO.: 3.05 POLICIES AND PROCEDURES MANUAL EFFT. DATE: 09/25/00 REV. DATE: 04/25/05 REV. DEPARTMENT OF HUMAN RESOURCE MANAGEMENT POLICY NO.: 3.05 POLICIES AND PROCEDURES MANUAL COMPENSATION APPLICATION: Classified and hourly employees. PURPOSE DEFINITIONS Agency Business Need Agency Salary

More information

2. Classification Process. The methodology used to determine the appropriate pay grade and job title for each position.

2. Classification Process. The methodology used to determine the appropriate pay grade and job title for each position. Policies of the University of North Texas System Administration 03.501 Classification of Jobs Chapter 03 Human Resources Policy Statement. The University of North Texas System Administration ( System Administration

More information

CONTENTS I. POLICY SUMMARY

CONTENTS I. POLICY SUMMARY Senior Management Group Appointment and Compensation Approved September 18, 2008 Amended March 19, 2009, September 16, 2010, and September 18, 2013 Responsible Officer: Vice President Human Resources Responsible

More information

S TAFF C OMPENSATION P ROGRAM. Overview J U L Y 2007

S TAFF C OMPENSATION P ROGRAM. Overview J U L Y 2007 S TAFF C OMPENSATION P ROGRAM Overview J U L Y 007 T ABLE OF C ONTENTS Introduction... Compensation Philosophy and Guiding Principles... For More Information... Fundamentals of the Staff Compensation Program...

More information

Change to Personnel Rule 3. Compensation

Change to Personnel Rule 3. Compensation Change to Personnel Rule 3. Compensation Summary Added language to Rule 3.C. regarding base pay adjustments related to the Classification and Compensation Study The previous rules included under Rule 3

More information

The Business Need for Talent Management

The Business Need for Talent Management The Business Need for Talent Management HR Technology Solutions, Inc. One Richmond Square, Ste. 222W Providence, Rhode Island 02906 Toll Free 1.877.444.4787 Importance of Managing Talent Talent is a key

More information

Section IV. Compensation

Section IV. Compensation A. Salary Section IV. Compensation The Step Progression Plan was suspended by the Board for FY 2015-16. There will be no awarding of steps or an increase in the salary scheduled during FY 2016-17. All

More information

Classification and Compensation Study Recommendation Discussion. February 19, 2014

Classification and Compensation Study Recommendation Discussion. February 19, 2014 Classification and Compensation Study Recommendation Discussion February 19, 2014 Corporate Strategic Plan Internal Services, KRA-5, Goal 2 Continue progressive strategies to attract and retain high-performing

More information

Custom Compensation & Benefits Survey For Tacoma Public Utilities Supplemental Recommendations

Custom Compensation & Benefits Survey For Tacoma Public Utilities Supplemental Recommendations Custom Compensation & Benefits Survey For Tacoma Public Utilities Supplemental Recommendations 1 Introduction was retained by the City of Tacoma to conduct an analysis of total compensation for a select

More information

NORTHERN LIGHTS COLLEGE TOTAL COMPENSATION PHILOSOPHY

NORTHERN LIGHTS COLLEGE TOTAL COMPENSATION PHILOSOPHY Purpose / Rationale NORTHERN LIGHTS COLLEGE TOTAL COMPENSATION PHILOSOPHY The College s compensation program is intended to assist in recruiting, motivating and retaining a qualified management and exempt

More information

OREGON UNIVERSITY SYSTEM

OREGON UNIVERSITY SYSTEM OREGON UNIVERSITY SYSTEM Classified Employee Classification and Compensation Philosophy & Strategies RECOMMENDATIONS Final Report November 2012 1 October15, 2012 Mr. Jay Kenton Vice-Chancellor Oregon University

More information

DRIPPING SPRINGS INDEPENDENT SCHOOL DISTRICT. Compensation Plan Guidelines

DRIPPING SPRINGS INDEPENDENT SCHOOL DISTRICT. Compensation Plan Guidelines DRIPPING SPRINGS INDEPENDENT SCHOOL DISTRICT Compensation Plan Guidelines School Year 2017-2018 Table of Contents INTRODUCTION... 1 PURPOSE... 2 JOB CLASSIFICATION... 2 PAY GRADES... 3 INITIAL EMPLOYMENT...

More information

4 Pay Administration. 410 Pay Administration Policy for Nonbargaining Unit Employees

4 Pay Administration. 410 Pay Administration Policy for Nonbargaining Unit Employees Pay Administration ELM 17.15 Contents 411.2 4 Pay Administration 410 Pay Administration Policy for Nonbargaining Unit Employees 411 General 411.1 Scope This subchapter establishes the conditions and procedures

More information

Classification and Compensation Study Overview. Prepared for Transformation Task Force March 24, 2017

Classification and Compensation Study Overview. Prepared for Transformation Task Force March 24, 2017 Classification and Compensation Study Overview Prepared for Transformation Task Force March 24, 2017 1 Project Scope: Jobs & Positions Impacted All MCCCD Employees, including: Regular Classified employees

More information

2. Classification Process. The methodology used to determine the appropriate pay grade and job title for each position.

2. Classification Process. The methodology used to determine the appropriate pay grade and job title for each position. Policies of the University of North Texas Health Science Center 05.307 Classification of Jobs Chapter 05 Human Resources Policy Statement. The University of North Texas Health Science Center strives to

More information

The College District complies with all Federal, State and local regulations in its compensation policies, procedures and practices.

The College District complies with all Federal, State and local regulations in its compensation policies, procedures and practices. The College District complies with all Federal, State and local regulations in its compensation policies, procedures and practices. Definition Alamo Community College District desires to attract, retain,

More information

Review and Refinement of the Compensation Program for Administrative Staff

Review and Refinement of the Compensation Program for Administrative Staff September 2011 Review and Refinement of the Compensation Program for Administrative Staff Final Report Bowling Green State University www.mercer.com Reason for the Study The University s existing compensation

More information

Section-by-Section Analysis of the NASA Flexibility Act of 2003 (Boehlert Amendment) a

Section-by-Section Analysis of the NASA Flexibility Act of 2003 (Boehlert Amendment) a Section-by-Section Analysis of the NASA Flexibility Act of 2003 (Boehlert Amendment) a Section 1. Short Title. The NASA Flexibility Act of 2003. Section 2. Compensation for Certain Excepted Personnel.

More information

Compensation Resource Book

Compensation Resource Book Compensation Resource Book 2017-2018 1 P age Table of Contents Compensation Resource Book: 2017 2018 School Year Killeen Independent School District Compensation Program... 4 HR Department... 4 Compensation

More information

January 17, UCF-HR Advisory. UCF Classification & Compensation

January 17, UCF-HR Advisory. UCF Classification & Compensation January 17, 2019 UCF-HR Advisory UCF Classification & Compensation Sarah Lovel, Assistant Director of HR Classification & Compensation Intent of This Project The University of Central Florida is undertaking

More information

Staff Employee Compensation Plan Administrative Procedures Guide

Staff Employee Compensation Plan Administrative Procedures Guide Staff Employee Compensation Plan Administrative Procedures Guide 2017-2018 2/18/16 kk Page 1 Table of Contents A. Organization Pay Plan... Error! Bookmark not defined. B. Job Classification...4 C. Exemption

More information

University Human Resources 2015 Compensation Study Q&A

University Human Resources 2015 Compensation Study Q&A University Human Resources 2015 Compensation Study Q&A Q: What was the impetus for the compensation study and what was its goal? Oakland University strives to retain quality employees and hopes to nurture

More information

UNIVERSITY of HOUSTON MANUAL OF ADMINISTRATIVE POLICIES AND PROCEDURES

UNIVERSITY of HOUSTON MANUAL OF ADMINISTRATIVE POLICIES AND PROCEDURES UNIVERSITY of HOUSTON MANUAL OF ADMINISTRATIVE POLICIES AND PROCEDURES SECTION: Human Resources Number: 02.01.02 AREA: Compensation SUBJECT: Classification of Staff Jobs (Interim) I. PURPOSE AND SCOPE

More information

The College of William and Mary University Human Resources System. A Guide for Classified Employees

The College of William and Mary University Human Resources System. A Guide for Classified Employees The College of William and Mary University Human Resources System A Guide for Classified Employees Core Principles At the College of William and Mary, our workforce is our greatest strength and our greatest

More information

Administrative Guidelines Employee Compensation Plan

Administrative Guidelines Employee Compensation Plan Administrative Guidelines Employee Compensation Plan 2013. Texas Association of School Boards, Inc. All rights reserved. Table of Contents Compensation Policy... 1 Compensation Philosophy and Objectives...

More information

Camosun College Executive Compensation Disclosure Statement for 2016/2017 June 2017

Camosun College Executive Compensation Disclosure Statement for 2016/2017 June 2017 Appendix A Camosun College Executive Compensation Disclosure Statement for 2016/2017 June 2017 The following report provides an accurate representation of all compensation provided to the President and

More information

LOCAL PPSM POLICY 30 SALARY COMPENSATION

LOCAL PPSM POLICY 30 SALARY COMPENSATION LOCAL PPSM POLICY 30 SALARY COMPENSATION Responsible Units: Responsible Office: Issuance Date: Effective Date: Scope: Compensation Human Resources TBD TBD Professional & Support Staff, Managers & Senior

More information

OVERCOMING MARKET PRESSURES: COMPENSATION DESIGN THAT BALANCES COMPANY GOALS & INDUSTRY SHIFTS

OVERCOMING MARKET PRESSURES: COMPENSATION DESIGN THAT BALANCES COMPANY GOALS & INDUSTRY SHIFTS OVERCOMING MARKET PRESSURES: COMPENSATION DESIGN THAT BALANCES COMPANY GOALS & INDUSTRY SHIFTS Oftentimes when managers discuss pay with their employees, they encounter questions for which they may not

More information

CLASSIFICATION & COMPENSATION ADMINISTRATIVE PLAN GUIDE FOR REGULAR POSITIONS

CLASSIFICATION & COMPENSATION ADMINISTRATIVE PLAN GUIDE FOR REGULAR POSITIONS CLASSIFICATION & COMPENSATION ADMINISTRATIVE PLAN GUIDE FOR REGULAR POSITIONS UNIVERSITY STUDENT UNION CALIFORNIA STATE UNIVERSITY, NORTHRIDGE BOARD OF DIRECTORS APPROVED: JANUARY 22, 2018 TABLE OF CONTENTS

More information

DISTRICT COMPILED POLICIES

DISTRICT COMPILED POLICIES CHAPTER 4 ADMINISTRATION 4.01 General Manager (D) (E) The office of Manager is established as the chief administrative officer of the District. The Manager is responsible to the Board for the proper administration

More information

Before the South Dakota Public Utilities Commission of the State of South Dakota

Before the South Dakota Public Utilities Commission of the State of South Dakota Direct Testimony Laura A. Patterson Before the South Dakota Public Utilities Commission of the State of South Dakota In the Matter of the Application of Black Hills Power, Inc., a South Dakota Corporation

More information

Using the Compensation Program

Using the Compensation Program Using the Compensation Program Background: Executive administration approved the implementation of new pay range structures effective March 1, 2009. The UH Compensation Program is now aligned to the Houston

More information

Chief Administrative Office Human Resources Division Section SUBJECT: PAY PLANS - ADMINISTRATION AND MAINTENANCE

Chief Administrative Office Human Resources Division Section SUBJECT: PAY PLANS - ADMINISTRATION AND MAINTENANCE 808.5 SUBJECT: PAY PLANS - ADMINISTRATION AND MAINTENANCE :1 OBJECTIVES: Provide a pay policy and compensation system that is internally equitable and competitive with the relevant labor market, so the

More information

PUBLIC SECTOR EXECUTIVE COMPENSATION REPORT SCHOOL DISTRICT NO. 52 (PRINCE RUPERT)

PUBLIC SECTOR EXECUTIVE COMPENSATION REPORT SCHOOL DISTRICT NO. 52 (PRINCE RUPERT) PUBLIC SECTOR EXECUTIVE COMPENSATION REPORT SCHOOL DISTRICT NO. 52 (PRINCE RUPERT) 2016 2017 The Board of Education encourages and adopts practices that enable the district to attract, retain, incent,

More information

COMPENSATION AND BENEFITS

COMPENSATION AND BENEFITS INCREASE ELIGIBILITY CRITERIA All employees (to include temporary crossing guards and temporary cafeteria monitors) are eligible for Board-approved pay raises if they are employed by the Socorro Independent

More information

Fraser Health Authority Compensation Philosophy, Discussion & Analysis

Fraser Health Authority Compensation Philosophy, Discussion & Analysis April 21, 2017 Fraser Health Authority Compensation Philosophy, Discussion & Analysis Compensation Plan Part I Framework for Total Compensation Fraser Health uses the health sector s Compensation Reference

More information

Pay Plan & Compensation Review City of Forney, Texas

Pay Plan & Compensation Review City of Forney, Texas Pay Plan & Compensation Review City of Forney, Texas Prepared by: DC Municipal Consulting, LLC November 1, 2017 Wendle Medford Interim City Manager, City of Forney Mr. Medford, We respectfully submit the

More information

Public Sector Executive Compensation Report School District No. 57 (Prince George)

Public Sector Executive Compensation Report School District No. 57 (Prince George) Public Sector Executive Compensation Report School District No. 57 (Prince George) The Board of Education encourages and adopts practices that enable the district to attract, retain, incent, and reward

More information

GRADE, PAY, AND CLASSIFICATION PLAN POLICY

GRADE, PAY, AND CLASSIFICATION PLAN POLICY I. Policy II. Purpose III. Procedures IV. Definitions V. Scope VI. Authorization GRADE, PAY, AND CLASSIFICATION PLAN POLICY I. POLICY The policy of the Town is to pay salaries that provide incentives for

More information

North Carolina School of the Arts. Salary Administration Plan for Career Banding. Effective April 1, 2005

North Carolina School of the Arts. Salary Administration Plan for Career Banding. Effective April 1, 2005 North Carolina School of the Arts Salary Administration Plan for Career Banding Effective April 1, 2005 The North Carolina School of the Arts is proposing to implement the career banding program created

More information

Section 3: Compensation & Performance

Section 3: Compensation & Performance Section 3: Compensation & Performance Policy #3: Performance Management Effective Date: May 2, 2016 I. Purpose The purpose of the Town s Performance Management System is to ensure that all Town employees

More information

University Executive Directive #11-07 Issue Date: May 16, Subject: Management Personnel Plan Revision Date: Approved: President

University Executive Directive #11-07 Issue Date: May 16, Subject: Management Personnel Plan Revision Date: Approved: President University Executive Directive #11-07 Issue Date: May 16, 2012 Subject: Management Personnel Plan Revision Date: Approved: President President Contact: Human Resources 510-885-3634 AUTHORITY: Sections

More information

Policies for Support Staff

Policies for Support Staff 1 of 6 Policies for Support Staff Represented by CWA, Local 4730 at Bloomington and Northwest CWA 8.1 Effective date Revised 1998 Employees covered by this policy This policy applies to all Support Staff

More information

Compensation Reference Plan

Compensation Reference Plan Compensation Reference Plan The Compensation Reference Plan promotes the accountability of health care employers to the public, and enhances the credibility of management in the health sector by providing

More information

AUBURN UNIVERSITY. Salary Administration Policies (Administrative/Professional and University Staff)

AUBURN UNIVERSITY. Salary Administration Policies (Administrative/Professional and University Staff) AUBURN UNIVERSITY Salary Administration Policies (Administrative/Professional and University Staff) 3.1 General 3.1.1 Coverage - These policies and procedures are applicable to all University jobs designated

More information

How to Manage Salary Compression Issues. November 2017

How to Manage Salary Compression Issues. November 2017 How to Manage Salary Compression Issues November 2017 How to Manage Salary Compression Issues Now more than ever, a variety of factors are on a collision course impacting an organization s ability to pay

More information

Audit of Executive Compensation

Audit of Executive Compensation 5-803.1 Audit of Executive Compensation a. The contractor's executive compensation system should be evaluated separately, even if the contractor does not have a separate pay structure for executives. FAR

More information

Shawnee State University

Shawnee State University Shawnee State University AREA: FINANCE & ADMINISTRATION POLICY NO.: 4.53 Rev ADMIN. CODE: 3362-4-25 PAGE NO. 1 OF 6 SUBJECT: COMPENSATION FOR ADMINISTRATORS/ATTSS EFFECTIVE DATE: 3-15-08 RECOMMENDED BY:

More information

Camosun College Executive Compensation Disclosure Statement for 2017/2018 Attestation Letter June 2018

Camosun College Executive Compensation Disclosure Statement for 2017/2018 Attestation Letter June 2018 Camosun College Executive Compensation Disclosure Statement for 2017/2018 Attestation Letter June 2018 Christina Zacharuk President & CEO PSEC Secretariat 2 nd Floor, 880 Douglas Street Victoria, BC V8W

More information

October 13, Dear Ms. Zacharuk:

October 13, Dear Ms. Zacharuk: October 13, 2017 Ms. Christina Zacharuk President and CEO Public Sector Employers Council Secretariat Suite 201, 880 Douglas Street Victoria, B.C. V8W 2B7 Dear Ms. Zacharuk: This will confirm that the

More information

DISTRICT SCHOOL BOARD OF NIAGARA EXECUTIVE COMPENSATION PROGRAM FOR ONTARIO S PUBLICLY FUNDED SCHOOL BOARDS

DISTRICT SCHOOL BOARD OF NIAGARA EXECUTIVE COMPENSATION PROGRAM FOR ONTARIO S PUBLICLY FUNDED SCHOOL BOARDS DISTRICT SCHOOL BOARD OF NIAGARA EXECUTIVE COMPENSATION PROGRAM FOR ONTARIO S PUBLICLY FUNDED SCHOOL BOARDS December 2017 Executive Compensation Philosophy Executive Talent Needs The school boards require

More information

STAFF COMPENSATION POLICY

STAFF COMPENSATION POLICY STAFF COMPENSATION POLICY Policy passed by University Council on 3-10-94 Last review December, 2011 1.0 PURPOSE To establish guidelines that will ensure equitable compensation through consistently applied

More information

FINAL REPORT GROTON, NH WAGE AND CLASSIFICATION STUDY DECEMBER 2015 INTRODUCTION CLASSIFICATION AND COMPENSATION

FINAL REPORT GROTON, NH WAGE AND CLASSIFICATION STUDY DECEMBER 2015 INTRODUCTION CLASSIFICATION AND COMPENSATION FINAL REPORT GROTON, NH WAGE AND CLASSIFICATION STUDY DECEMBER 2015 INTRODUCTION Scope of Services The Town of Groton, NH, engaged Municipal Resources, Inc. (MRI) to develop a Classification and Compensation

More information

The deadline for submittal of proposals is 4:00 PM, Pacific Time, January 8, 2014.

The deadline for submittal of proposals is 4:00 PM, Pacific Time, January 8, 2014. CITY OF BAINBRIDGE ISLAND, WASHINGTON REQUEST FOR PROPOSALS CLASSIFICATION AND COMPENSATION STUDY INTRODUCTION The City of Bainbridge Island, Washington invites proposals from qualified consulting firms

More information

Composition of Committees of the Board, Committees Procedures and Committee Members Qualifications

Composition of Committees of the Board, Committees Procedures and Committee Members Qualifications Composition of Committees of the Board, Committees Procedures and Committee Members Qualifications The Terms of Reference of the Board sets out a number of requirements for the composition of Committees,

More information

Compensation and Classification. Office of Human Resources Palm Beach State College. Job Evaluation Guidelines

Compensation and Classification. Office of Human Resources Palm Beach State College. Job Evaluation Guidelines Compensation and Classification Office of Human Resources Palm Beach State College Job Evaluation Guidelines Effective 01.23.2018 This guideline is intended to describe the Job Evaluation process at Palm

More information

SECOND READING ITEM Maricopa Governance Policies

SECOND READING ITEM Maricopa Governance Policies SECOND READING ITEM Maricopa Governance Policies Governing Board Agenda Meeting Date: December 12, 2017 Item Number Item Title Responsible Agents 11.1 Adoption of Staff Policies Relating to Salary Administration,

More information

NU Website - Human Resources Handbook for Policies NU Values Administration

NU Website - Human Resources Handbook for Policies NU Values Administration University of Nebraska at Omaha DigitalCommons@UNO Employee-Related Portfolio/Visit 2016-18 4-26-2010 NU Website - Human Resources Handbook for Policies NU Values Administration NU Human Resources Follow

More information

AUDIT COMMITTEE CHARTER APRIL 30, 2018

AUDIT COMMITTEE CHARTER APRIL 30, 2018 AUDIT COMMITTEE CHARTER APRIL 30, 2018 I. Purpose The Audit Committee ( Committee ) is appointed by the Board of Directors ( Board ) to assist the Board in its oversight responsibilities relating to: the

More information

Compensation Program Guide

Compensation Program Guide Compensation Program Guide Management Employees January 2011 January 2011 1 Your Guide to Compensation at Toronto Hydro At Toronto Hydro Corporation, we are committed to the health & safety of our employees,

More information

Standard Administrative Policy and Procedure

Standard Administrative Policy and Procedure Standard Administrative Policy and Procedure Subject: Annual Salary Distribution Policy Number: I. PURPOSE: In an effort to attract, retain, and reward a talented, valuable, and productive workforce, this

More information

Section-by-Section Analysis of H.R NASA Flexibility Act of 2003

Section-by-Section Analysis of H.R NASA Flexibility Act of 2003 Section-by-Section Analysis of H.R. 1085 NASA Flexibility Act of 2003 Section 1. Short Title. The NASA Flexibility Act of 2003. Section 2. Compensation for Certain Excepted Personnel. Amends section 203(c)

More information

Staff Merit Guidelines

Staff Merit Guidelines University of Notre Dame Office of Human Resources 2019 2020 Staff Merit Guidelines 2 2019-2020 Table of Contents Merit Information 3 Important Dates for Merit Process 4 Merit Guidelines for Exempt and

More information

HRM. Human Resource Management Rapid Assessment Tool. A Guide for Strengthening HRM Systems. for Health Organizations. 2nd edition

HRM. Human Resource Management Rapid Assessment Tool. A Guide for Strengthening HRM Systems. for Health Organizations. 2nd edition HRM Human Resource Management Rapid Assessment Tool for Health Organizations A Guide for Strengthening HRM Systems 2nd edition Copyright 2005, 2009 Management Sciences for Health, Inc. All rights reserved.

More information

Topics. What is Broadbanding? Career-banding. A Competency Based Human Resources Classification and Compensation System

Topics. What is Broadbanding? Career-banding. A Competency Based Human Resources Classification and Compensation System Career-banding A Competency Based Human Resources Classification and Compensation System Presented by: State of North Carolina, Office of State Personnel Fox Lawson & Associates, LLC 1 Topics What is broadbanding?

More information

Public Sector Executive Compensation Report School District No. (36)

Public Sector Executive Compensation Report School District No. (36) Public Sector Executive Compensation Report School District No. (36) 2016-2017 The Board of Education encourages and adopts practices that enable the district to attract, retain, incent, and reward qualified,

More information

GENERAL COMPENSATION POLICY

GENERAL COMPENSATION POLICY I. PURPOSE The purpose of this policy is to define the philosophy of compensation in the City of Visalia for regular employees, and to specifically define how compensation increases for various job classifications

More information